Harvard Business Review

JULY 27, 2011

Instead, there was a problem with the process that an idea generator had to go through before they stood in front of senior leadership. You see, before anything made it onto the agenda of the top management's biweekly meeting, it was vetted. The idea generator had to show the idea to their line manager.

Stage-Gate 15

Stage-Gate Venture Capitalist Idea Generation Document 15

Harvard Business Review

MARCH 2, 2018

Scoping projects for success and managing ambition: Interdisciplinary design teams are, by nature, optimistic and ambitious. Leadership and teams find it hard to come together to scope and resource projects appropriately as well as put projects on the shelf (or kill them) when needed. Acknowledgements.

Health Care 10

Health Care Innovation Mayo Stage-Gate 10

Harvard Business Review

NOVEMBER 7, 2012

Management thinking is inherently faddish, but there are some favorite themes that never fall out of favor. R&D investments have been made, stage/gate processes have been built, creativity training courses have been run, and yet the outputs — exciting new products and services — don't seem to be falling into place.

Company 8

Company Stage-Gate Innovation Bureaucracy 8